Welcome to uploading the podcast where we take you behind the wheel with the world's best creators, marketers and professionals who have cracked the code on how to profit through content. You'll learn the ins and outs of content, strategy, creation, production, distribution, growth platforms, tools and more. If you haven't already, be sure to join Cas Magic, the all in one content workspace for professionals. Be sending out tips from our shows in our weekly newsletter. And we've also got a slack community of over a thousand creators, so make sure to drop in and say hello. And now get ready for the show. Welcome to today's episode of uploading. And today we're talking with Ken Yarvish.

He is a business coach. He previously scaled remote agency to over $5 million in revenue. And today we're going to talk a lot about scaling businesses without burning too much cash. We're going to talk about how to find high quality clients and also how to thrive as a solopreneur business founder and build systems that work for you. So, uh, Ken, one of the reasons I'm really excited to chat with you is because you are also a fellow founder. You're not someone who's just like coming up with ideas and telling people what to do. You've been in it yourself. So why don't we start a little bit with your background and we can kind of get into all the, the systems that you built and what you see in the space.

Yeah, man, I appreciate that. And founder to founder, I've been building stuff for decades. You know, I know people will mostly listen to this if they check it out on video later. Like, I've got a little bit of a baby face, but not quite now with the kids and so forth over the last decade. But yeah, I've been a builder and I think that's the most important thing as I've been building from day one into getting into business started. And this will date me a little bit. But the Internet didn't exist, right? And when the Internet started kind of coming out, I was like, oh, this is really, this is going to change the game. So everything from websites, built the first blogs, built the first social apps, then went all in into building the first iPhone and Android apps.

Got a lot of clients, both well known brands as well as startups, helped a lot of people bootstrap things as well as some funded startups, and really kind of just kept following that trajectory. With the exception maybe now. Leave it to you, Blaine, and your crew. I have not fallen into the AI space in terms of building AI myself, but I love tools like, like cast magic. That's why I'm happy to be here today. Um, but trying to now take all those lessons learned. And I was remote before remote was a thing. Trying to build, not with headcount before, that was a thing.

And I'm kind of leading the charge on that today. So really just trying to shortcut people like yourself and, and agent agency founders, solopreneurs consultants. Years of struggles that I went through because I tried to find someone like myself who really didn't exist, because this is still a new thing in the history of, of business to build it this way. So, yeah, man, excited to chat through this today, and I'll let you lead to charge.

Yeah, and maybe I think that's a great place to start. So why don't you tell us a little bit about your first business and kind of how you transitioned operationally to keep things light. I think that's something that's really top of mind for a lot of different business operators and founders isn't just, it's not just about doing the thing, it's how do you do the thing efficiently? Right. How do you minimize unnecessary headcount? Like, remove operational burdens? Like, yeah, just tell me about your experience figuring that out.

And I'm going to go back, and I won't be, you know, back in, you know, 1983, but I'll walk you through the journey a little bit, because I was pushing back against a lot of things that are conventional in business. And even today, sometimes we'll say, like, that's not the way people do it. Yeah, it's called, we're building business for this century. So, as an example, people told me, you got to move to San Francisco or to New York to be relevant. And I decided not to do that, even though I explored that I had really good opportunities to join some great companies then. Remote was an offshore thing, and you couldn't scale remote. And then this thing called 2020 happened, and people realized that business can operate. And that was, you know, not even remote by choice.

That was just remote being forced. Um, so kind of going through this, I saw the heavy expenses of being part of very well funded startups our startups had. And I was like an early employee in certain cases before I became the founder, but we had the best money. I won't name drop, but it was the best money. And the CEO's of those companies, you know what they did? They went out and hired based on college degrees. They went out and hired based on names. X this, x this x this again. I'm not going to out names today.

I have a fancy Ivy League degree myself. But that's not, you know, all, it's not just about a piece of paper, right? And so really seeing what that looked like and the lack of output and in certain cases not hitting the sale or the exit. Hey Joy can join us. And if you had the same amount of stock when Google came around, you'd be able to retire in two years. Except that they were hiring for all the wrong reasons, forcing me to try to move back to these places and it just didn't make sense. So the big thing that I try to share with people today, and a lot of the lessons learned are from the bad bosses and the bad CEO's and all those things, right? Like that informed another 1015 years for me and how I built and scaled my businesses. People joined instead of going to Apple. My company when remote wasn't a thing because they said, you value not presence and time on the clock and location, but me being able to get the best work done in my career.

And that was one of our taglines. Come join us if you want to do the best work of your career. I don't care if you work nine to five or you have to take a lunch break, don't ask for approval on that. Just act like an adult. That was one of our guiding principles. So really kind of flipping the whole model. And I'll leave it simple like this. And I'm sure you want more specifics, you can get more tactically into it, but here is our employee handbook.

Act like an adult, be responsible. Right. I equip you, I give you the best tools, obviously, I love tools and systems. We'll get more into that today. And then I want to get out of your way. Right. I'm going to give you the operating manual, so to speak, but I'm going to. I'm going to have a heavy vetting process for clients, for team members, and then we're just going to do great work together.

So that's like the high level. We could definitely drill down at the specifics.

Yeah, no, I think that's so important for people to hear because, you know, and this isn't actually something that I've like talked about on uploading, but like my story, like, I went the VC backed route before we had the best money. We made all those hires. And one thing that people don't consider sometimes about the business is like when you take on a lot of capital, if you want an exit, well, those investors and all that capital that you raise, they get the money first when it comes down to the liquidation preference. So I think building the right business for you and knowing when it's good to take money and when it isn't, isn't important. It's a superpower. And for you, being able to say, and this is the same way we operate in Castmagic, we're distributed, we're a remote team. It's basically saying, hey, can we put all of that revenue? Should that go into a fancy office, or should that go into the product and the operations and bringing on an extra engineer so we can build product faster and ship out stuff for our customers? I think being able to think in terms of those lens and practically what's best for your business is super important. Um, yeah, I'd love to dive a little bit deeper with you.

Let's talk a little bit about systems. Now, assuming that, you know, you're operating in a, in a, in an operationally efficient sort of way, if it's the thing to do for your business, like how do you approach systems? How do you extract the most out of these people? Besides just saying, act like an adult.

Yeah. And I think systems today, and you probably would agree, just like the word AI to some extent, can be very buzzy, everyone wants to say systems because systems mean something different to every person. But I'll just give a very simple definition around this to kind of ground our conversation. A system, to me, is just a repeatable way to get results. So a system could be something very clearly documented in notion, or a system could be a combination of an SOP plus a tool and plus some kind of human element. I do believe that we're going to be more powerful as knowledge workers, combining tools and AI with those knowledge workers, I don't think it's just like, hey, content marketers are going to be replaced by cast magic or AI. I think that content marketers are going to find new lanes. It's called creative destruction.

There'll be parts that are taken away and given to the tools, and there'll be parts that are given to us that we'll be able to double down and add more value to because we're not doing all the monotonous things that we've done 100 times. So from a system standpoint, I see a lot of clients, I work with hundreds now of clients, solopreneurs, creators, agency owners, and I've built systems to help scale that. When I had an agency, you know, we could maybe get to 20 to 50 clients right at max. And at some point we had a very large agency. Even in that situation, and being a remote first company, the systems allow us as business owners to scale and to have control over that scale because we say, I'm not just gonna go replace this with another person. I loved your perspective on hand. I can get an office, or I can go just hire out of the school, or I could just get a really good engineer who maybe was doing the stuff, watching YouTube at ten years old and. And was building stuff and shipping stuff that was used by thousands of people.

Okay, let's go spend the money on the thing that makes more sense. So from the operational efficiency standpoint, it's finding the things in the business that need to be not manually done. I have a very simple mnemonic here. It's called DTA. Document, template, automate. Document, something that you do a handful of times a month. Template, something that you do a few times a week. And automate something that you do multiple times a day.

Right. DTA. Very, very simple to think about this. So when you're in your business and every single day, you're doing something that should not be done manually and you're potentially introducing errors. Right. Or you're doing something incorrectly because you just are doing it manually. Perfect place to start. But what I was getting to with the big data points of number of clients is that a lot of people think about systems as something to do.

I want to use a system proactively and I can build it on the fly. I'm not going to wait 17 months to go build a system. If there's friction in the business around this thing, we're going to prioritize that. And sometimes I build a system and sell ahead of the system, even if I want to build a new offer, go target a different kind of client and so forth. So I'm sure you have some questions there. I'll let you dive into it again further.

Yeah, I think that's great. I think DTA is a really great way to think about things because a lot of people might be like, oh, well, I've got a lot going on, but what do I systemize? Where do I even start? So I think just having that framework to understand what to do is very helpful. You know, I know you work in a coaching capacity also with a ton of different entrepreneurs and consultants and that sort of thing. So what are some of the biggest mistakes that you see people making before they get to you? Like, where do you start with them? Essentially?

Yeah, there's a lot of mistakes. Right? And I have this unique challenge. And I'll answer your question, but when you are a founder or a CEO or a co founder or whatever, and you've done that for a while, you become good at a lot of things, right? And I will say one of my, my own superpowers, but also a fault is like, I could do a lot of things. What was the thing that I can help people the most with? What's my unfair advantage? So part of a lot of my own systems are to help me stay in my own, you know, zone of genius, so to speak. And I try to boil this down to answer your question into when I look at most businesses, not saying all businesses, but most businesses, they largely are going to be driven by three systems, marketing, sales and client delivery. You know, our customer, you know, the customer success side. If you're a consulting firm versus a startup, is there hr, these other things? Absolutely. And that's, that's, those are different things.

Those are people systems. But from the functional piece, we have to have a way to get leads, we have to have a way to close those leads repeatedly, and we have to have a way to deliver the experience, the value that we're expecting. So I break it down into those three systems. So a lot of times when I have someone come to me, I'm actually pretty good at all three of those things. I'll kind of start to assess what truly is the challenge that they have within that business, and then we will go into one of those systems that I've built, you know, dozens of systems across each one of those areas, and I'm pretty well known for a few of them. For example, I have a system called scalable service offers, and it's a, an offer framework because offers sit in between the marketing and the client delivery. If you have a scalable offer, it links together with attracting the right, what I call lighthouse client, with a really scalable way to deliver that work without you sitting in front of someone all day long. So it would really be an assessment within one of those systems to start, and then we kind of go deeper from there.

Let's, let's definitely get into offers because I think offers are so, so important. It's something that people just assume rather than thinking offer first and thinking about, uh, you know, what is the market actually want? What is the value that I can provide? A lot of people think, oh, here's what I can do, and then they try to like turn that into an offer, and then maybe the market wants it, maybe they don't want it. So why don't you tell me a little bit about, like, what makes a good offer and how do you turn your skills into an offer that gets you clients that you know you want?

Yeah, totally. And I look at it when we get into offers, we start first with the mentality shift, because we have, and we were kind of chatting offline a little bit beforehand, but hundreds of years of doing business a certain way, and often that's been, we've been told for a long time, even if you have a fancy degree, that bigger is better, right. It goes all the way back to the industrial revolution, and we kind of changed the way that we work then to more factories, more people, more expensive equipment. So I really start with thinking about how do we undo with an offer just always getting paid more to do more things. And a simple example, and I'm just using these examples especially because of, I know, cast magic and what you focus on. But if we go back to, like, ghost writer and they say we get paid to do more posts on LinkedIn, simple way that people have built things forever, and that just locks you into, okay, at some point, you as a solopreneur, you as an agency owner can only grow if you get more clients or if you hire more people. And at some point, there's always a give and take on that. And the two things that people stay up late at night on are, do I have enough people? And do I have enough clients or customers? So we really got to start by looking at this mentality of how am I even approaching the business? How do I want to grow the business? Right.

You've made a decision in your own business that we want to be remote. We don't value sitting in an office together and staring at each other, not saying there's nothing valuable about being co located. I used to do some of that with my team a few times a year. Still, once we go through the mentality, we really have to go through a series of looking at who it is that we want to target. I call it laser targeting, because a lot of the targeting is so generic, right? Title revenue and headcount, those are. That's a lot what people do to define their ICP. And I say the lighthouse client, we go deeper into things like the psychographics, right? How do they think? What are their pain points, the exigraphics? How does the company perceive themselves? I didn't come up with that term exaggeraphic, by the way. It's just a great term.

I like having a bunch of those. Right? But looking at a lot of other data points to help us go deeper into targeting this hyper targeting this lighthouse client, because that is the key to scalability, you know, and even for you. Right. And I'm sure if we had somewhere, we had a beer, we had a coffee, whatever, an espresso, depending on the time of the day, right? And we went into this and you say, okay, here I'm targeting these different kinds of clients. Most businesses are not specific enough. And I'll say, okay, we're targeting marketers or solopreneurs. No, like, let's get really, really clear. And so when you have a single lighthouse client, this is the key to unlocking the scalability for your offer and getting into, again, not just doing more things.

So moving from I write posts to I can help you drive more leads to I can drive more revenue with this particular system that I have developed as a ghostwriter.

Yeah. And that's something I want to talk about in terms of what does it look like to create an offer? Like, what you basically just described is you're saying you don't want to speak to no one. You want to be very specific with who you're speaking to and how you're speaking to them. So when you're crafting this sort of messaging and that, that's going to be present in all of your material from your offer itself to, like, the brand and the service and all the information about it. Like, how do you think about that? About, like, going deep without, like, how do you be niche without being so niche that you're like, oh, there's literally no one in the world that wants this.

And, like, the niche word can be problematic in and of itself. So we'll just leave that on the side. But I get where you're going with it. And again, part of what I use your tool for is some of this stuff. When I have a client that I've gotten great results for, and I literally have a wall of love that has, like, all the top memes on LinkedIn and other social platforms that have worked with me, they could be agencies, solopreneurs. Last Friday, I had someone write a post about me, unprompted, this multimillion dollar agency owner, because I use their own voice and their own success, and I feed that back into cast magic, and it tells me, here's what they valued from you. Here's what their challenge was before they came to you. And a lot of times we get in our heads about this stuff, right? So as you said, I do this service well.

When someone has ever reached out to you or you've done outbound. And I'm not opposed to inbound and outbound or all bound. Right? Like do, do all of them. It depends on your market. But they often tell you what the challenge is. And for some reason, talking about the mistakes, people don't focus on the data points right in front of them. They say, oh, I have to go interview people. Really? You've been in business for five years.

You've had all these clients. Of these 3000, 5000 clients, there's probably five that stand out to you. Those would be the places that I would start with and say, why did they come to you? Why did they buy from you? What did you do? And how do we double down and triple down on that? It's right in front of most people, but often they have the curse of knowledge because they've been doing things for years or decades even.

I think that is really, really interesting because it's something we even see with cats. Magic, right? I think there's a whole bunch of customers that we have and everyone has feedback and everyone has something to say. But there's a rather, like, I can take the broad data perspective and be like, what is the market saying about us? And evaluate it that way. Or I can kind of use a lens and be like, wait a minute, these are five or ten clients who have really solid systems. They know what they're doing. They're asking the right questions. If I just double down on them and model the product after what they need, like everyone, it's going to be successful for everyone else. So like, yep.

How do you, yeah. Like how do you think about that for, um, you know, how do you kind of quiet the noise and help people just focus on, you know, what matters as opposed to getting lost in it?

Yeah. And I think what you said is something that we still should consider. I don't think we should ignore the market. And I don't, I'm not saying that you suggested that, but I think about sort of three bigger buckets that we should be looking at. The first is the market as a whole. Like what are the trends? What are the macro trends? What are, what's the industry doing then? And I'm a big fan and I always give credit to other frameworks, big fan of blue Ocean strategy. And I talk about blue Ocean services because I help mostly, not all, but I help mostly those in professional services, consulting creators that have an element of just not like digital products. Right.

I built SaaS and startups for a long time, but I've now been focusing a little bit more on that market. So in the blue ocean strategy mentality, we look at not only the competitors, we also look at the alternatives. So when I would think about even the content marketers that we were talking about a minute ago, it's like the direct competitor is another solopreneur freelancer agency, but an alternative is chat, GPT, or frankly, even cast magic. Right. To some extent. Now, it's not to be afraid of that. It actually gives us a more complete picture of what that landscape looks like. And we're trying to find the gaps in the market, that blue ocean, as they describe it.

And then the final piece is, I go to the voice of the customer, and it's not just the entire customer base, to your point. That's where I came up with the concept of the lighthouse client. I've worked with so many clients through the years. When I exited out of my other business, I said, you know, I loved a lot of my customers. I love all my customers, right? They paid me money. They cared about me. They decided to go with me over others. But there was a segment of customers, I said, if I could get five of these customers in this new thing that I'm doing, that would be phenomenal.

And so I started going back to those customers and finding the patterns and the traits with them specifically. So the way to keep yourself locked into that. And I will go back to it every day. Like, I will look at things that people have said about me in cas magic. Right. And pull out this segment here. I have a notion page in a broader kind of, you know, business overview that has those quotes or has my look at my competitors and alternatives. And that's what keeps you grounded, because every day, frankly, especially when you get to someone at my size, I've got, like, 50,000 plus followers across all these different places.

People are funnel hacking me. People are using my positioning, right. Even clients that I've trained to some extent have, like, replicated some of my stuff. So I'm always making sure that I have clear positioning, differentiation, and I'm trying to kind of skate where that puck is going. And those are the things that keep me sane in the business. And I think you're, you know, at some of those things probably resonate a little bit because I'm sure there's, you know, whack a mole in terms of others trying to do what you're doing, you know, every single day.

Yeah, absolutely. And I think that idea of, like, lighthouse clients and, and because it's really easy to get spread very thin. And, and if you don't have an idea of, like, who is my, who's the lighthouse client, and how do I get more of that? So that the circle, the circle start to become more concentric instead of just like, becoming further and further apart, and you get spread too thin and then you're not building for anyone. So I think that's, that's really great. One thing that you mentioned is content, right? Like, you've grown your business through content. You've been in the content space forever. Why don't you just tell us a little bit about your own specific content workflow and how it plays a part in your business?

Yeah, yeah. No, I love it, man. And I, part of being a builder. And I think you're very similar. I don't want to say we're, you know, the. Exactly the same on this, but I love not only building, I like, I love helping people. And millions of people have benefited from the knowledge that I've shared. Not all of them have obviously paid me something, but I love to help and educate and share knowledge.

And so content has always been a part of me as an entrepreneur. I was writing, you know, blog content when there was no blogs. I was literally hand coding HTML, right? And I was sharing that information. I was on the homepage of Twitter when literally every tweet in the whole system is on the homepage of Twitter. So I've always been part of the content journey, and that's, it's exciting to be part of it still today, all those years later, it has helped me build my businesses to multiple seven figures, multiple times again. I've exited out of where I was before. Now I'm at seven figures again, just as a solo, you know, solo advisor consultant, just without any employees and really limited help using tools like yours and others. And it's not just about the systems, right? But it's about this next part we're going to talk about.

I went hard into LinkedIn after having been on a lot of different channels a couple years ago, and I had, you know, about a couple thousand connections. There were connections, not followers. And I decided when I did that, and it was very lonely for a while, but I was going to almost. I was starting from zero, from revenue again. I get, I had plenty of money in the bank, but it's like I'm starting from zero, right? I had to fund my, not an inexpensive family, all first world problems, private school and all those things, right? But I'm going from zero again. I said I'm going to go hard on LinkedIn. I'm going to figure this out. I'm going to learn what content and copywriting looks like for a platform like that.

And eventually turned off everything else. I repurposed a couple things to x, it was Twitter still then, and used it very much to help me figure out who this lighthouse client was. I started writing and writing and writing. At that point, we were in basically like early 2022. There was kind of return to office stuff going, was talking a lot about remote work, because I had run this remote business for a long time and wrote probably for about five months, where I say legitimately, it was probably my father and an ex coworker who cared about what I was writing about, right? Like, that was about it. But I kept showing up, man, and I think this is the thing that people need to hear about. Oh, delivering value, right? People say, oh, you got to show value. No, you got to show a value.

For months and years, no one cared. But I kept putting things out into the universe to figure out what resonated with those lighthouse clients. And I had, you know, one viral post, had another viral post, had another viral post. Three and a half million views. And what I learned through that process was that I was hitting a nerve, an emotional nerve, but I wasn't tying that enough to revenue. And so it was like lots of interest. Didn't have the offer locked in enough. And so what I said was letting the content again.

I started pivoting the content a bit. Instead of saying remote work, I talked about remote founders. Ooh, interesting. And then I went from remote founders to building a little bit of a category. And I created this category called the remote solopreneur. And it doesn't mean, by the way, solopreneur for me, is not like you can't have any employees. It's about a way you want to grow the business, right? You can have a small team. You could have vas, you could actually have payroll.

I don't care. It's about how you want to grow. What we've been talking about went deeper and deeper on that, started continue to show up and went from lots of views and lots of interest and exposure to lots of dollars and lots of revenue. Now, did that happen overnight? No. I had to make a pivot across the content. But I purposely said, I'm moving away from just being this remote work guy, looking at the data to how do we scale remote businesses? With my decades of experience doing this. So I publish to LinkedIn five to seven days a week to get really tactical here. I usually have a mix of content types, so I have video, which then I repurpose onto YouTube.

They're not traditional YouTube videos, they're just videos that work well on LinkedIn that also are just going to give me some exposure. And that's why I love, like I said, tools like yours helps me repurpose it to work in the different platforms. I repurpose that to x, and then I have my main goal. And this is something that I don't want to almost be like, this would be a whole nother episode. But my view of my content funnel is that social is all about distribution, it's not about conversion. So my goal solely is to get bigger reach for lighthouse clients, not just big reach without lighthouse clients caring about it, to then get them into my seven figure flywheel, which goes on to a welcome sequence, which then warms them up to buy an offer magnet, which is another thing that, again, we probably don't have time to get into, to then get them into one of my medium or high ticket offer suites. And I call all of that the offer portfolio. So that's, it absolutely has allowed me to grow without having a whole team.

I used to have a team that cost me six figures a month, a marketing team. Content people, video people, social people, they're all talented. But now I'm essentially doing the work of an entire content team with just myself and the systems behind me.

That's awesome. There's. There's a lot to unpack here. One point that I love, that I think is so important is this distinction between virality and conversion. Right. Um, I think it actually, this happened to me the other day. Um, you know, I was working on a. This Instagram reel blew up, did like 1.3 million views, zero conversion.

Right.

Because it was just like a fun meme sort of thing, no tie to the business. And I think this is something you see a lot of the time in social where everyone is like, oh, I just need to go viral. I need to go viral.

Sure.

Like, going viral is great, but if you don't engineer the content the right way, you're not going to get any conversion. And similarly, even when we have, as a business, worked with other influencers, we've seen an influencer do something like 50,000 views that drives, like, insane conversion and others that, you know, have a million views and drive zero. So I think understanding that, you know, not all content is created equal when it's not just about the view count, I think that's. That's a very important thing. The other thing I want to get into is, you mentioned systems, you mentioned LinkedIn. I'm curious, like, what. What's your workflow to create that content in LinkedIn? Like, how long do you take writing? Like, what type of content pillars do you have? What's your drafting process? I know you mentioned your cadence, but, yeah, just unpack that a little bit for us.

The tactics here, man. I'm Leonard. About this stuff. So, part of my workflow now was informed by running a fairly large marketing team, in house marketing team. Right. And we were not a marketing agency. I was a software agency, building software and apps. But I used SEO and content marketing then to not have to pay for ads and pay for a lot of other things to drive us to being a multi seven figure agency.

And the world has changed on that front as well now. So social really has came into play on that. And so when I first started making a commitment to write on LinkedIn, it was very low tech. It was a. And it was overly low tech because there was a lot of things going on as I transitioned out of that other business. But it was straight up, like, maybe a Google Doc that just had a post on it and then an idea, and then I flushed it out. Over time, as I got more traction, I'm like, this doesn't work. Why am I doing this workflow when I've built these world class editorial systems? And so I built a very custom notion workflow, which I have never given to anybody.

I have a group of people in my coaching program, and I've walked them through it a little bit, but even I said, I don't want someone to get superimposed and like, oh, I have to follow Ken's system. So the workflow is really as follows. And this is super important. I don't care if it's a notion, a notepad, or you write it down. The most important thing to start with is the idea capture. You have an idea. You have a way to quickly get that idea down into a place that you can come back to later. So getting that idea down is as fast as possible.

Right. I will have, like, I might even be walking, doing a walker, you know, taking the kids somewhere. And I have an idea. Got to get that down. And sometimes if, you know, my wife sees, like, okay, he's getting his idea down, let him do that. Right. So there is now a catalog of probably. And I try to trim it quarterly or once a year of, like, hundreds of ideas, right.

That I can go back to, and they're listed by last edited, because I find the ones that are more recent are more easily that you can kind of bring them to the, you know, publishing. From there I go into writing that out. And again, I've learned from others on the stuff, so I don't always take credit. Like, I learned copywriting from some of the greats and some of the folks out there learned about making sure we have the right hook. Right. What's the hook look like? And I've actually become almost like the coach of people who do hooks to make sure that they actually make money, because a lot of people write great hooks and again, doesn't make them any money. So making sure we have the right hook, writing out the body and then adding the CTA. And essentially what I have then is a view in that same place.

So I create a new view. There's basically three views. I use the idea capture view, the what's next view, and then the calendar view, and I have them all scheduled out. So I try to have about two to three weeks kind of scheduled out. They don't all have to be fully ready to go to publish, because now I've gotten so many reps and people need to hear this, man. Like, I've become a great copywriter only after doing it probably a thousand plus times. I published 372 posts one year. Last year it was like up around 300.

And this year will probably be about the same. It's a lot of reps, right, of writing and writing and writing. And that's not even the ones that actually never made it right out there. And then there's just a last piece here that I think is important to say is like, I come back to the data. So I'm looking at the data, I'm looking at what did well, what converted to actual leads. And then I'm repurposing that content or giving it new life. And the new life could be something as simple as I add a selfie to it, right. Or I might actually make a video out of it, or I might create a carousel out of it.

It is a very scientific process, and it's a process that I've put a lot of work into, but it's why, again, I'm getting the results on the other side.

That's awesome. Um, I love that process. It's actually is pretty similar to the way, um, you know, we think about things as well. I think what you said about idea capture is essential, right? It's like, where do you start? Ideas. Ideas pop into your head, write them down, have a place for them. Have a swipe file, and then you want to produce a. You know, you essentially said you kind of have a content pipeline, right? You've got all these ideas. You move them in a pipeline so you know your schedule, because consistency is so important, right? So you don't want to have to be like, oh, crap, now I have to make content.

So if you bring it into your routine, that consistency as a system is really great. So, Ken, want to thank you for coming on. We learned a lot, a lot on this episode. We'll have to. We'll have to do it again sometime. For our listeners who are tuning in, where can we connect with you? Where can we follow along? Where can we find more about you and what you do? Why don't you shout out your socials?

Yeah, I appreciate that, man. Simplest place to go. Cause it's very memorable. Head over to TRS Club Blueprint. It's basically all of what we talked about in a simpler form, very digestible. It's my blueprint from seven, seven figure blueprint from doing this for decades. Remote. Before remote was a thing.

It's free. There's nothing paid on that. A lot of people use it, get supervalued just from that alone. And then I'm hyperactive, as I shared on LinkedIn. So it's just LinkedIn.com in my name, and I'm sure they'll link this up. And then I do repurpose if you're more of an x person to there. But really, the newsletter, I write a weekly newsletter that comes off of the blueprint, and LinkedIn are the two best places to connect. Sweet.

Well, thanks so much for coming on, Ken.

Yeah, absolutely, man. Thanks for having me.